PART 1 An Overview of Strategic Retail Management Welcome to Retail Management: A Strategic Approach. We hope you find this book to be as informative and reader-friendly as possible. Please visit our Web site (www.pearsoned.ca/bermanevans) for interactive‚ useful‚ and up-to-date features that complement the text—including chapter-by-chapter hot links‚ a study guide‚ and a whole lot more! In Part 1‚ we explore the field of retailing‚ the establishment and maintainance of relationships‚ and the
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Nordstrom‚ founded in 1901 by John W. Nordstrom‚ is a high-end American retail department store with 225 stores in the U.S. and most recently‚ a flagship store in Canada (Caplinger. 2013). Generating over $10 billion in annual sales‚ Nordstrom has cultivated a reputation for quality and customer service. As a result‚ shoppers maintain a strong sense of loyalty to the fashion retailer. (Caplinger. 2013). This paper will examine the segmentation and target market of Nordstrom. Demographic Nordstrom
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In addition to restructuring the performance measurement and incentive compensation systems to more intrinsically-motivated approaches‚ Nordstrom should consider offering career development and educational opportunities to its sales associates. For example‚ employees could benefit greatly from classes that will benefit their career development and keep them engaged beyond their day-to-day job responsibilities (i.e. courses could cover topics such as sales techniques or finance). A day-on-the-job
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Accounting Instructor Michelle Gonzalez July 19‚ 2012 Nordstrom‚ Inc.‚ an upscale department store chain which specializes in clothing‚ accessories‚ cosmetics and household furnishings‚ has hired you as a consultant to help them determine if their performance measures are supporting their company strategies‚ objectives‚ mission and goals. Nordstrom prides itself on providing quality service and high quality clothing. Their mission: "At Nordstrom‚ our goal is to provide outstanding service every day
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business? Nordstrom Inc. opened its first store location in Seattle‚ WA in 1901 with the business collaboration between John W. Nordstrom and his partner Carl Wallin (Wallin & Nordstrom‚ originally only a shoe store and shoe repair shop). The store’s ownership was then turned over to John W. Nordstrom’s sons after Nordstrom and Wallin retired. · How has the business changed in the past 5-10 years? With its recent partnership with online retailer FiftyOne Global Commerce‚ Nordstrom has aimed to
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Bibliography: Arnoldo Hax & Wilde II‚ 2003 The Delta Project. Palgrave Macmillan Monteiro Swatman Tavares ‚ Towards the knowledge society. Fernie & Sparks‚ 2004 Logistic and retail management. The institute of logistics and transport. Forza C.‚ Vinelli A. (2000) Time compression in production and distribution with the textile-apparel chain Robert H. Lowson ‚ 1999 Quick response: managing the supply chain to meet consumer
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Nordstrom Inc. The economic crisis that started in 2007 affected the business of upscale department stores countrywide. Upscale department stores understand that the items they sell are considered discretionary items‚ so when there is an economic downturn‚ they are one of the first industries to be hit. When looking over the Nordstrom Annual Reports from the last few years‚ there are two things evident: this company has a lasting strategy and they work hard to continuously evolve this strategy
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Customer Service at Nordstrom and Potential Conflicts Case Study Vanessa E. Rivera Saint Leo University Customer Service at Nordstrom and Potential Conflicts Case Study With 50‚000 employees and 170 stores throughout the United States Nordstrom is a major player in the luxury goods department. Founded originally as a shoe store by John W. Nordstrom and Carl Wallin‚ Nordstrom became the largest independent shoe chain in the United States. By 1960‚ Nordstrom decided to enter the clothing arena
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Nordstrom Nordstrom’s employees and management are the company’s most valuable resource. An article written in the Seattle PI describes exactly why this is true. It states that‚ “Nordstrom salespeople make decisions as if managing their own business; they are trusted to do what is right. Everyone else in the company is there to help the sales staff make the sale and please the customer” (Mulady‚ 2009). The way the employees are treated and valued is a perfect portrayal of the company’s mission
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First Nordstrom should NOT pre-empt “60 Minutes” by changing their sales-force compensation practices‚. At this point‚ the various complaints against Nordstrom were well publicized. However‚it was mostly a few current and former employees who were complaining‚ while most employees were not dissatisfied and their customers were very happy with the service they were receiving. The sales-force compensation practices at Nordstrom had been used for over 20 years without previous complaints‚ so what
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